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Strategic Global Mobility: unlocking the value

An EY and Harvard Business Review Analytic Services collaboration examines more closely who the leading mobility “strategists” are, the marked differences in approach they take from “reactors,” and the involvement of top management in supporting organizational goals. The study finds that companies are looking for more flexible mobility structures for their talent to drive new market growth, fill skill gaps, complete mergers and acquisitions, and give future leaders international experience. Meeting this demand is not easy, in large part because... read more

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Confident About Sending Talent Overseas?

A recent survey from PWC, shows 89% of the companies polled plan to increase their globally mobile workers in the coming two years. Companies seem confident about why they’re sending talent overseas – to meet business needs, to plug skills gaps, to develop talented staffers and to bring back ideas, skills or a global mindset – but the effectiveness of such programs is harder to measure. In part that’s because mobility has become so core to the business, people aren’t even thinking about it. “Mobility is moving ahead of the organization’s ability to manage it.” As mobility becomes more commonplace... read more

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Build a Change Platform, Not a Change Program

Management literature is rich with case studies of bottom-up, spontaneous change and of product and business innovation sparked by the efforts of frontline activists.3 Inspiring as such stories are, however, few of these efforts effect systemic change across an entire organization. Internal activism and small wins don’t easily scale. Neither do they address the core management systems, processes, and cultural norms that dictate how large organizations run.

The challenge is to tackle ... read more